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Photo courtesy of GE China

GE China used posters to educate its employees about the benefits of vaccination.

How to Reduce Hepatitis B in the Workplace
The success of GE China’s HBV vaccination program offers an example for companies considering similar programs
Stephen A. Maloy

G

eneral Electric China Co., Ltd. (GE China) offered a voluntary, free hepatitis B virus (HBV) vaccination program to all employees between February 2007 and March 2009, in what may have been the first time a major foreign employer in China attempted a company-wide HBV inoculation program. GE China believes the program reduced the risk of new HBV cases among staff and reduced associated work time lost, boosted staff morale, and improved employees’ opinion of the company. Other companies in China may wish to consider similar vaccination programs.
44 July–August 2009 chinabusinessreview.com

About the virus
HBV is a viral liver disease estimated to have affected 2 billion people worldwide, of whom more than 350 million continue to live with chronic HBV, according to the World Health Organization (WHO). The disease is particularly prevalent in China, where more than 7 percent of the total population is affected by chronic HBV, according to the PRC Ministry of Health (MOH). (WHO puts the number at 8 to 10 percent.) The disease is transmitted through body fluids, such as blood, semen, and saliva. WHO estimates that the HBV virus is 50 to 100 times as infectious

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as HIV/AIDS and can survive outside the body for at least MOH and the PRC Ministry of Human Resources and seven days. Over a lifetime, unprotected residents of China Social Security in May 2007 co-issued the Notice on have more than a 60 percent chance of contracting HBV, Protection of Hepatitis B Surface Antigen (HBsAg) Carriers’ according to the Hepatitis B Foundation. Right to Employment. According to the notice, which took The disease does not have a particularly high mortality effect May 18, 2007, labor and social security and health rate, but it often requires a long recovery period and is diffibureaus at various levels are responsible for protecting cult to cure completely. In addition, chronic HBV victims HBsAg carriers’ right to employment and their privacy. have other serious health issues related to the disease. (HbsAg is a protein antigen test which is used to determine Globally, 25 percent of chronic HBV sufferers who contractwhether an individual is a carrier of HBV.) The notice states: ed HBV during childhood will later die from cirrhosis or liver s HBV carriers’ right to employment shall be protected. An cancer caused by the chronic condition, according to WHO. employer shall not refuse to employ or dismiss an HBV carRecent studies in Shanghai suggest that rier because the person is a carrier, unless the average direct and indirect medical the carrier is banned from the job by laws, Quick Glance cost of a case of chronic HBV is about regulations, or MOH rules. s Company-sponsored $3,000. Using more advanced and effecs An employer’s physical examination vaccination programs can reduce tive interferon-based treatment can raise standards shall be strictly regulated to prothe risk of illness, reduce work the medical cost from $5,000 to $15,000 tect the privacy of carriers. An employer time lost because of related per person, based on US data. The ecomay categorize liver function as one of the illness, and improve staff morale. nomic impact of the disease on employees physical examination standards but shall s The hepatitis B virus and employers in terms of absenteeism, not use Hepatitis B Virus Serology Index vaccination requires a series of reduced productivity, and emotional disas one of the physical examination stanthree shots at specific intervals; tress is probably considerably greater. dards unless the carrier is banned from the carefully planned and efficiently A vaccine against HBV became comjob by laws, regulations, or MOH rules. run vaccination programs have a mercially available in 1982 and has been Medical institutes at various levels shall good chance of success. continuously improved to the point where protect carriers’ privacy during the physiit can offer about 95 percent protection cal examination. against the disease. Though the vaccine is GE China’s vaccination programs widely available, the vaccination process requires an initial In China, GE operates through more than 50 Sino-fortest to determine whether the antigen is already present, eign joint ventures and wholly foreign-owned enterprises. followed by three separate injections at fairly precise interGE China serves as a holding company for many GE vals over a six-month period. In the United States, the full investments and as a platform company for the corporate HBV vaccination program typically costs $75 to $165 per support functions of GE in China. GE China has about person. The cost of missed time from work to visit the doc11,900 employees, with about 6,800 employees in tor’s office often exceeds the cost of the vaccinations. Shanghai, 1,800 in Beijing, and 850 in Hangzhou, HBV discrimination and the law Zhejiang. Annual sales exceed $5 billion. Given the seriousness of the HBV problem in China, GE’s first experience with employee vaccination programs many Chinese and multinational corporations (MNCs) have in China took place during the 2003 severe acute respiratory adopted measures to reduce the spread of the virus within syndrome (SARS) crisis. Though GE had no SARS cases their workforce. In the past, some employers attempted to among its workforce, several employees contracted the comscreen out all HBV carriers through pre-employment physimon flu. The early symptoms of the flu and SARS are quite cals, while others aimed to screen out employees with active similar. Though flu vaccines provide no protection against HBV that would affect their fitness for work. SARS, after considerable discussion, the corporate medical HBV sufferers in China frequently face discrimination in operation decided to offer all employees a voluntary flu vacmany areas of life—at school, at work, eating out, and datcination program. The rationale was as follows: ing. During the last few years, numerous periodicals have s If the incidence of flu could be reduced in the workhighlighted the plight of HBV sufferers, and several HBV force, the number of false alarms about the possibility of a action groups have formed. Though Chinese press reports SARS case, with attendant efforts to isolate potentially often focus on foreign companies’ discrimination against affected staff, could be reduced; HBV carriers, anecdotal evidence suggests the problem is at s Reduction in flu cases would have some payback in least as acute among Chinese employers. A May 2007 survey terms of reduced absenteeism during the flu season; and conducted by the Chinese University of Political Science and s During a time when employees were under great emoLaw found that 49 percent of 3,500 respondents in 10 tional stress, the vaccination program sent them an imporChinese cities would be unwilling to work with HBV carriers tant message about company concern for their health and and that 55 percent would not hire them. well-being.
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The program enjoyed broad employee participation. There seemed to be fewer absences than usual during the flu season, though no serious effort was made to measure the reduction. As a result of the program’s popularity with staff, GE China offers flu vaccinations to employees annually. GE responds to China’s notice on testing for HBV antigen GE requires a pre-employment physical for all new employees. Prior to the May 2007 notice that prohibits testing for the HBV antigen, GE tested for the HBV antigen. Having the HBV antigen did not affect a candidate’s employment prospects, unless the candidate was suffering from active HBV and could not safely perform the job. Once GE’s legal team advised its medical department of the notice, however, GE immediately discontinued preemployment testing for the HBV antigen. Dr. Wu Jin, GE’s medical director for China, began to consider the steps the company could take to protect employees from HBV. An educational program that emphasized the importance of good hygiene was an obvious first step. Wu, however, asked: “Why not further protect employees by offering vaccination against HBV to all employees on a voluntary basis?” In February 2008, Wu raised her proposal with the GE China Human Resources Council, which was sympathetic but concerned about the cost. Wu took her campaign to the corporate leadership, and in early 2008, the company agreed to provide the first $25,000 in funding for the program. Shortly thereafter, all of the GE businesses in China agreed to participate. Steps to a successful HBV vaccination program Because an HBV vaccination program requires a blood test, followed by three separate vaccinations on a fairly rigid schedule, the program demands a greater level of management and communication than a flu vaccination program. It also requires a higher level of employee commitment. GE China’s Managing Nurse Zuo Wenxiu developed a system to implement the vaccination program and ensure that it ran smoothly and efficiently. The system included a checklist to confirm that employees received timely communications for each step of the program. Thanks to efficient procedures, most employees were able to be vaccinated and return to work in less than five minutes. The medical department and human resources and communications groups developed a program to educate employees about HBV and the vaccine. The team created posters and displayed them around the facilities. It also used the employee magazine to urge employees to participate by including a personal letter from a senior manager about HBV and the importance of vaccination. Critical to any vaccination program is a process to ensure that employees make an informed and voluntary decision to participate. The medical and legal teams devel-

Reasons to Support Workplace Vaccination Programs
General Electric China Co. Ltd. (GE China) believes the hepatitus B virus (HBV) vaccination program was an unqualified success and is considering offering free vaccinations to all new employees. The company may also offer employees who declined the initial program or who were unable to complete the course of vaccinations because of scheduling issues a second chance to complete the program. The company believes that many factors contributed to the success of the program and can improve the effectiveness of workplace-based vaccination programs: s Multi-shot programs often founder when busy patients cannot fit the shots into their work schedules. Since most people spend more waking hours at work than anywhere else, appointments for employer-run inoculation programs are easier for employees to keep. s Individuals usually acquire vaccinations at “retail rates,” but the scale of a corporate program reduces costs dramatically. Bulk purchases and the use of workplace healthcare resources that are already mandated by PRC law kept GE’s per-patient cost low. s Management engagement and leadership helps company vaccination programs succeed. When employees see their leaders taking the time to walk down to the clinic, they often follow. Though the analysis of the data from the GE China experiment is rather crude, the results are striking. Other employers may wish to consider similar programs for their employees. To cover the large population over 15 years of age that is not currently covered by vaccination programs, the PRC government could subsidize the cost of vaccines for employer-run HBV inoculation programs. This is a good idea for three reasons: s Avoided healthcare treatment costs and productivity losses make the program an investment with immediate returns for China’s future. s Because most large employers already run government-mandated health clinics in their factories, and employees can more easily attend vaccination programs at their workplaces, such programs can be completed at lower cost and with higher participation rates. s The program sends a clear message of joint government and industry concern for the health and well-being of workers. Finally, affiliates of the All-China Federation of Trade Unions, China’s official labor union organization, could also assist in educating workers about HBV and the benefits of participating in vaccination programs. —Stephen A. Maloy

46 July–August 2009 chinabusinessreview.com

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oped information fact sheets and consent forms that were signed by all participating employees. The numbers above are admittedly crude, and a few factors may result in the value being somewhat overstated. For example, the incidence of HBV in Shanghai and other major GE locations is lower than the national average, and the GE workforce is better educated than the national average and presumably better trained in hygienic practices. Also, the 25

Program results
The first round of vaccinations began on July 1, 2008 and ran for 15 days at eight GE locations in Shanghai and

Critical to any vaccination program is a process to ensure that employees make an informed and voluntary decision to participate.
two locations in Beijing. Plant nurses or local clinic staff administered vaccinations at other sites. The second round of vaccinations occurred at GE locations between August 4 and 26 in the same sequence as the first round. The final round took place between January 4 and February 3, 2009. Program records indicate that of the 3,212 employees who began the program, 2,569 employees completed it, or about 21.6 percent of GE’s workforce in China and 80 percent of employees who began the program. (No employees reported adverse reactions to the vaccinations.) Because much of its workforce is urban and relatively well-educated, GE expected a substantial number of employees to have been previously vaccinated against HBV through other programs. But managers were surprised to find that in a high-tech business in Shanghai, almost one-quarter of the employee population was able to benefit from the program. GE tracked costs closely throughout the program. To minimize costs, company medical staff from on-site company clinics administered most inoculations, and volunteers from the human resources department handled much of the paperwork. In the final account, the program cost $40,000—the largest part of which was for the cost of the vaccines. Though the cost of the regime varied from city to city, all locations paid between ¥100 and ¥120 ($15 and $18) per employee for the three-dose regime. The net cost of the program per employee protected was a little under $16. Benefits outweigh costs A simple analysis of the program would suggest the following: 2,569 employees vaccinated 95% effectivity rate 7 to 10% risk of contracting chronic hepatitis = 170 to 244 cases of chronic hepatitis prevented. 170 to 244 chronic HBV costs avoided $3,000 average treatment cost = $510,000 to $732,000 saved. 170 to 244 chronic cases avoided up to 25% fatality rate from complications (for example, liver cancer or cirrhosis) = up to 40 to 60 lives saved. percent fatality rate applies to those who caught HBV as children. Reliable data on fatality rates for those who caught HBV as adults is unavailable, but the rate is likely to be lower. For a few reasons the results may also be understated. For example, no benefit was ascribed to work time gained due to HBV infections avoided, the number of HBV cases avoided that would have developed into chronic HBV, the incremental protection to employees who had only one or two vaccinations but did not complete the program, or the benefit of having a high percentage of the workforce protected from HBV to workers who had declined vaccination. Another significant benefit was the impact on employee morale. Many employees who participated in the program expressed the view that GE management looked at big problems and was unafraid to try novel and “big” solutions. Employees felt that the company was concerned about their health and welfare. A post-vaccination survey of participating employees showed a 96 percent satisfaction rate with the program. Further validation of the positive employee reaction was noted in a recent edition of China Business News Weekly, which conducted a survey of employees of roughly 30 Chinese and MNC companies, including GE, early in 2009. One of the questions in the survey was: “During the past year, what was the most considerate benefit your company provided to you?” The answer from an unidentified GE China employee was “The company arranged for vaccinations several times.... We could see the company cares for the employees.” GE’s positive experience developing and implementing an HBV vaccination program for its staff has resulted in a range of benefits to the employees and the company itself in terms of health, goodwill, and avoided costs. Other companies, and even governments, could benefit from offering similar programs.
Stephen A. Maloy (Stephen.Maloy@ge.com) is general counsel-Asia Pacific at General Electric Co. He is based in Hong Kong and Shanghai. GE has posted detailed material on its vaccination program to further assist organizations considering similar programs.
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